Using personality assessments to aid in the selection process can benefit but also impede the process an organization in many ways. "Advocates of assessments claim the tools can reduce turnover by identifying candidates who are a better fit, while limiting unconscious bias on the part of hiring managers" (Rockwood, 2021, par 7). Being in a position that determines the potential for success or failure of a section, department, or even an entire organization is a difficult one. There is an immense amount of pressure that only someone that has been on that position will ever know. This is why it is so important to use every applicable tool in their toolbox to advance their particular agenda in the most efficient, and importantly, legal way. Positions for hire can be filled by individuals that can do the job itself, there is no question about that. What does come into play is the soft skills that might not be laid out in front of the hiring authority on paper or in an interview. This is where personality assessments come into play. The one thing that can make or break an important hire using an assessment is using the appropriate aseessment for the specific role.

"For example, the DiSC assessment is popular because it's inexpensive and easy to use, says Phyllis G. Hartman, owner of PGHR Consulting Inc. in Pittsburgh. But she notes that the DiSC website states that it's not recommended for pre-employment screening "because it doesn't measure a specific skill, aptitude or factor specific to any position."" (Rockwell, 2021, par 9).

Using these assessments is typically held to mid-level managers, executives, and entry-level exempt positions (SHRM, 2011). These tests are also less likely to be discriminative in nature. Ideally, the initial part of the selection process would occur prior to the personality assessment. The assessment itself would be used to further delineate which members are right for the job and the organization.

"Done right, personality assessment in hiring can reduce discrimination based on gender, ethnicity and other factors. For instance, while cognitive ability tests have produced an adverse impact on certain demographic groups, personality assessments generally dont discriminate against members of protected groups. Furthermore, they can help employers identify candidates likely to perform well and stick around" (Haynie, 2022, par 3).

Not only does this make these assessments preferntial in avoiding the perception of discrimination, it also helps companies hire individuals more likely to fill the role more completely. Certain personality traits lend themselves to different jobs in certain ways that tend to make an individual a better performer.

"Imagine two candidates with equal cognitive ability, education and experience, and how they might differ along the scales identified by the California Psychological Inventory personality model (Disclosure: My company publishes the CPI assessment). One who scores lower on the flexibility scale may be less comfortable performing the sales position duties. On the other hand, this flexibility score may be beneficial for accounting, which involves a high degree of structure and discipline and less ambiguity in decision-making" (Haynie, 2022, par 7).

It doesn't evade me that there may be some percieved drawbacks to using assessments, but these don't come without avenues to avoid the negative connotations. Being very specific in not only the types of assessments used as well as the specific questions in the assessments can not only avoid any question of their validity, but also help the organization obtain the most qualified applicant, on paper and off.

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